Buying and selling a business seminar part 1 slides
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Transcript of Buying and selling a business seminar part 1 slides
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Randy Rua, Rua Associates
Haans Mulder, Cunningham Dalman
Buying or Selling a Business
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The Agenda
The Two Choice Dilemma• Your Big Goal• Why Transactions Typically Fail
The Components of A Successful Transaction• The First Three Components
• Vision• Right Team• Business Assessment
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The Two Choice Dilemma
Grow• Organic• Acquisit
ion
Sell• Internal
Sale• Externa
l Sale
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Before we begin….
What is your BIG goal?
Two criteria
Five years out
Only one thing
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80% of Business owners that try to
sell fail
Of those that are able to sell, 75% report regretting selling their business because their goals weren’t met
Only 5% of Businesses are Successfully Sold
The Success Rate of Selling a Business
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75% of business acquisitions fail after a Letter of Intent is signed
Of those that are able to purchase a business, 80% report their acquisition goals were not met
Only 5% of Businesses are Successfully Purchased
The Success Rate of Buying a Business
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So why is the success rate so low?
Lack of planning
Lack of a team approach
Lack of focus on the vision
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The Two Choice Dilemma
Plan to Grow or Sell, Have a Team Approach and Focus on the VisionReact to
Growth or Sale, Don’t Have a Team Approach and Ignore the Vision
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The Components of a Successful Transaction
Successful
Transaction
Vision
Right Team
Business Assessment
Alternatives Analysis
Market Creation
Process
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Our Focus Today
Vision
Right Team
Business Assessment
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Vision
Vision• 8 Questions• Same Page
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The 8 Questions
Values
Core Reason
5-10 Year Goal
Prospect Selection
Transaction Picture
1 Year Post-Transaction Goals
90 Day Pre-Transaction Goals
Issues List
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The 8 Questions
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The 8 Questions
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The 8 Questions
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The 8 Questions
Values
Core Reason
5-10 Year Goal
Prospect Selection
Transaction Picture
1 Year Post-Transaction Goals
90 Day Pre-Transaction Goals
Issues List
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How to Get on the Same Page
Realistic and Achievable Goals for Seller
Business Goals
Other Stakeholde
r Goals
Owner’s Goals
Realistic and Achievable Goals for Buyer
Business Goals
Other Stakeholde
r Goals
Owner’s Goals
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Typical Goals of a Seller
Seller Business Goals
Seller Personal Goals
Other Stakeholder Goals
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Typical Goals of a Buyer
Buyer Business Goals
Buyer Personal Goals
Other Stakeholder Goals
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Right Team
Right Team• Right Seat• Right People
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Team Leader
Financial
Other Stakeholders
Decision Maker
LegalIntermediary
Right Seat
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Right People
Transaction Type Focus
Transaction Size Focus
Experience Passion Time
Person 1 Y Y Y Y Y
Person 2 N Y Y Y Y
Person 3 Y Y Y Y Y
Team Lead Y Y N Y Y
BAR 3 Y’s and 1 N
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Team Roles
Intermediary
FinancialLegal
Team Lead
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The Components of a Successful Transaction
Business Assessment
• Valuation• Viability
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Valuation
Income approach
• Discount future earnings to present value
Market approach
• Cash flow times market multiple
Asset approach
• Liquidation or going concern- what your assets are worth
Focuses primarily on the businesses’ financials through three approaches:
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Tool Example
The Market Approach
Price/Gross Sales Method 1,065,000$ 20% 213,000$
Price/DE Method 2,486,000$ 20% 497,200$
The Income Approach
Capitalization Method 2,136,000$
Illiquidity Discount (213,600)$ 10%Indicated Value 1,922,400$ 50% 961,200$
Discounted Future Benefits Method 2,725,000$
Illiquidity Discount (272,500)$ 10%Indicated Value 2,452,500$ 10% 245,250$
Value Conclusion - 100% Interest in Company 100% 1,916,650$
Value Conclusion - 100% Interest in Company (Rounded) 1,917,000$
Indicated Value
Discount/Premium
RateConfidence
LevelWeighted Estimate
100% Controlling, Non-Marketable Interest in Consulting Company
Valuation Method
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Valuation Metrics
• Public Company Industry PE Ratio - 3 year trend• Private Company EBITDA Multiples - 3 year trend• EBITDA Multiple• Revenue Multiple• Capitalization Rate• Required Working Capital
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Median EBITDA Multiples for Buyouts
The median valuation-to-EBITDA multiple has exploded to a decade high of 10.7x
* Through 9/30/13 Source: PitchBook
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013x
2x
4x
6x
8x
10x
12x
4x5.1x 5.6x 5.8x 5.7x
3.9x4.6x 4.7x 5.3x
6.2x
2.2x
3x3.4x 3.3x 3.8x
3.9x3.5x
3.8x 3.2x
4.5x
6.2x
8.1x9x 9.1x
9.5x
7.7x 8.1x8.5x 8.5x
10.7x
Debt/EBITDA Equity/EBITDA Valuation/EBITDA
*
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Median EBITDA multiples rose for large deals but fell to just 2.5x for transactions of less than $25M
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West Michigan – Selling Multiples (3 year history)
Price to Revenue Ratio
Price to Cash Flow Price to Revenue Ratio
Price to Cash Flow0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
0.54
2.96
0.98
3.94
Rua Associates TransactionsOther Transactions
Revenue: $1-15MOwnership: Privately HeldIndustry: Service, Manufacturing and DistributionLocation: West Michigan
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Viability
The problem with just getting a valuation is it doesn’t answer many of the key questions regarding a transaction:
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Options Analysis
Grow Organically
New Products/Services
New Markets
Gain Market Share
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Current Non – Sellers
62%
Passively Receptive
24%
Actively Seeking
7%
Current Sellers
7%
Source: PWC
Potential Prospects
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Oil and Gas Mfg Tech Furniture
Number of Prospects 116 326 152 362
Total Prospects Contacted 87 248 64 121
Willing to Discuss 34 39% 140 59% 28 44% 39 32%
Interested Parties 12 14% 39 16% 13 20% 7 5%
Prospecting Case Study
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Tool ExampleMarket Test
• Contacted 20 Strategics and 20 Private Equity Firms
• Received Feedback from 5 Strategics and 7 PE’s
• 50% of Strategics were
interested and 75% of PE’s
Strategic: 4-6 times EBITDA PE: 4-6 times EBITDA
Summary Typical Multiple Range
• Strategic: All Cash if long-term management team is in place besides ownership
• PE: 70% Cash at Close, 30% Seller-Note, Rolled-Over Equity or Earn-Out
Typical Structure:
Strategic Top 3:• Location• Synergies• Service Type
Private Equity Top 3:• Flexibility of Ownership• Customer Concentration• Strength of Management Team
Drivers of Multiple and Structure:
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Financing Metrics
Seller Factors• Collateral Value• Required DSC• Goodwill Financing• Seller Financing
Buyer Factors• Industry Experience• Liquidity• Net Worth• Down Payment
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Tool ExampleFinancing Feasibility
Bank Industry Experience Buyer Liquidity Buyer Equity Structure Other CommentsFirst National Very important along
with the new owner being behind the Company and the capital injection that may be required.
$150,000-$225,000 (10%-15% of outstanding debt)
25% of purchase price should be equity in the form of cash or full stand-by seller note. 15% cash at close.
Cash at close for equipment with additional seller note and full-standby seller note.
If SBA is involved, it must be a 100% acquisition.
Huntington Most important - Not just manufacturing, but a competitor or someone with substantial knowledge of the field.
Higher than 10% due to projection.
If Goodwill > $500,000, SBA requires 25% of the purchase price.
Financial structure proposed would fit under SBA guidelines.
Management team would need to either sell their shares now to be part of the buyer group in 6 months, or they would have an employment contract for 12 months. It would be up to the buyer group to renew this contract after 12 months.Chemical
BankMust have knowledge of the technology required.
Depends on how hungry a banker is for the deal.
SBA may not see it as an entirely "new business" if there is no major change in management team for 5 years - 10% down at close.
May be willing to lend 10% on inventory and 75% on AR less than 90 days. Could refinance seller note as SBA 7A after close, but bank would require subordination agreement.
Need to be confident in equipment value. Bank will need to order appraisal and specifiy SBA as a user.
Fifth Third Less important than liquidity.
Projection-basis requires 15% of debt outstanding.
SBA requires 25% of purchase price.
May be willing to bump up financing with a highly-liquid buyer.
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Tool ExampleSellability Report
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“What multiple of your earnings did the offer represent? Q
Comparing average multiple offered
SellabilityTracker Q4 2013. Copyright 2014 www.SellabilityScore.com
80+
Average multiple
0 1 2 3 4 5 6 7
6.1
3.55
“The Sellability Premium”
Highest Multiple Offered To Companies With A Sellability Score of 80+
Data from 6955 users of The Sellability Score between July 1, 2012 and December 31, 2013. 96.9% of business owners surveyed had revenue of less than $20,000,000.
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Tool ExampleSellability Report
Overall Score driven by a weighted algorithm made up of 32 questions in a total of 8 categories:
1. Financial Performance2. Growth Potential3. The Switzerland Structure4. The Valuation Teeter Totter (i.e. See Saw)5. The Hierarchy of Recurring Revenue6. The Monopoly Control7. Customer Satisfaction8. Hub & Spoke
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Copyright, 2013. Built to Sell Inc
Factors Correlated to Getting a Premium Offer
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Other Key Components of Business Assessment
Management Team and Employees
Sales Team and Customer Relationships
Key Assets
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Other Key Components of Business Assessment
Management Team and Employees
• Strong/loyal management team• Incentives aligned to motivations• Risk of employees leaving• At-will employment clear in documentation
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Other Key Components of Business Assessment
Sales Team and Customer Relationships
• Protect confidential info/relationships• Agreements to lock in revenue streams• Assignment rights
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Other Key Components of Business Assessment
Key Assets
• Tangible vs Intangible• Legal issues related to assets• Transferability
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Conclusion
The Two Choice Dilemma
• Your Big Goal• Why Transactions Fail
The Components of A Successful Transaction
• Vision• Right Team• Business Assessment
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Next Seminar
Market Creation
Alternatives Analysis
Process
Next Seminar Date:
Monday, April 28
8AM-10:30AM
Same Location!
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Questions?